Barrett Media welcomes guest columns from members of the radio, television, advertising, and digital industries. Submissions can be sent via email to Jason@BarrettMedia.com. Today’s piece is provided by a popular follow among music radio broadcasters on Instagram, @ShittyRadioJock. Barrett Media has agreed to publish the piece but does not endorse content provided by guest contributors. Read at your own risk.
While humor and the “Oh Shit” factor certainly have their place on platforms like the one I run on Instagram, @ShittyRadioJock. I’ve recently found myself reflecting on the need to approach certain topics with a more professional and thoughtful tone. In our industry, it often feels like we’re inundated with articles that are heavy on flattery and corporate rhetoric, yet light on substance. Rarely do industry publications critically examine or challenge the narratives being presented. Instead, we’re met with surface-level announcements that lack depth or meaningful analysis.
What’s missing are honest, thought-provoking discussions about the decisions being made by corporations and their potential impact on our careers and livelihoods. It’s time to move beyond the status quo of glossy, sycophantic reporting and embrace a more transparent and candid approach. I believe there’s value in occasionally sharing opinion pieces that prioritize honesty and insight over sensationalism or corporate appeasement—no hidden agendas, no unnecessary jabs, just genuine perspectives that cut through the industry’s usual polish. Let’s start a conversation that truly matters.
Audacy Leadership Changes
Kelli Turner was recently appointed as the permanent President and CEO of Audacy. As many of you are likely aware, Kelli’s promotion was officially announced, and she expressed her commitment to the organization, stating:
“I’ve come to deeply appreciate and believe in this company, its brands, and its people. While the industry goes through its ongoing transition, I am confident we are building a great future together.”
While these sentiments are encouraging, I hope they reflect genuine intent rather than echoing the familiar corporate rhetoric often associated with former leadership, such as David Field. As I wrote this article on Monday, March 17th, at 5pm, Audacy’s stock price stood at $0.16 per share—a figure that raises significant concerns about the company’s current trajectory.
In her email to staff, Kelli emphasized, “We have incredible brands and talent.” While this is a commendable acknowledgment, it prompts an important question: Will this recognition translate into tangible actions to preserve these brands and retain the talented jocks ad programmers who drive them, rather than continuing the pattern of downsizing and layoffs?
On a related note, it is worth considering whether Susan Larkin anticipated this leadership transition. Kelli also took a moment to acknowledge departing executives Paul Suchman and J.D. Crowley, stating:
“I also want to acknowledge the contributions of Paul Suchman and J.D. Crowley, who are also leaving Audacy with our deep gratitude. Along with Susan and Andrew, the work that these executives did was foundational to positioning our business for the future.”
While it is customary to express gratitude to departing leaders, such statements risk being perceived as overly diplomatic, particularly when many view these executives as having played a role in the challenges Audacy currently faces. This type of corporate messaging, while well-intentioned, often feels disconnected from the realities experienced by employees and stakeholders. Too many Audacy jocks and programmers have endured significant financial and emotional strain due to the prolonged instability and mismanagement under David J. Field’s leadership. The last thing they need is to read more corporate platitudes praising executives who have consistently received substantial bonuses while the frontline employees—those who truly keep the company running—have borne the brunt of years of poor decision-making and organizational missteps.
The most disheartening aspect of this situation is that the challenges we face are not the result of external competition or market forces alone, but rather the consequences of internal leadership failures. It is a bitter irony that the very individuals entrusted with guiding the company have, in many ways, contributed to its current struggles. This cycle of mismanagement needs to end.
Kelli appears to focus on streamlining operations and reducing perceived inefficiencies within the organization. However, her lack of familiarity with the radio industry could pose significant challenges, particularly when combined with a corporate leadership team that may not fully appreciate the critical role of jocks and programmers. We are on the front lines, driving the company’s success through dedication to content quality and audience engagement.
The Value of Radio Employees
Many in corporate leadership lack firsthand experience in creating compelling on-air content. There seems to be a growing misconception that A.I. can fully replace the creativity, authenticity, and connection that live talent brings to the table. That is lunacy. While I believe A.I. has a place in radio it most definitely is not by replacing the on-air talent. This perspective is not only misguided but also risks undermining the very elements that make radio unique and impactful. If Kelli and her team view jocks and programmers as expendable costs rather than essential assets, the company’s long-term viability she proudly toted on Monday in her press release could be jeopardized.
The question then becomes: How can Audacy expect its already overburdened staff to outperform competitors under these conditions? How can the company foster innovation and inspire its jocks and programmers alike to embrace the transformative changes necessary to stay ahead in a rapidly evolving industry? The reality is that this can’t be achieved through a cost-cutting mindset alone. Without a genuine appreciation for the value of its jocks and programmers, Audacy risks alienating the very individuals who drove CBS and Entercom to their success.
Leadership sets the tone for an organization. Employees are not motivated by your words or directives alone; they are inspired by actions that demonstrate respect, vision, and a commitment to their contributions.
Unfortunately, these are all areas that David Field’s leadership seemed to overlook or downright disregard. For Audacy to thrive, its leadership must recognize and empower the talent that forms the foundation of its business.
The critical question is how long Audacy’s employees will continue to endure the repercussions of poor management decisions that have led to repeated company-wide layoffs. This pattern has persisted for years, raising concerns about whether meaningful change will occur under Kelli Turner’s leadership. Only time will tell.
Unionization
Perhaps it is time to consider unionization as a viable solution. Consistently flawed business strategies year after year should not result in jocks and programmers bearing the brunt of job losses; rather, such failures should prompt accountability at the management level. Could a union help protect our jobs? The evidence suggests it could.
While corporate leadership at Audacy may resist such a move, it is imperative for every radio professional, whether on-air or a PD, to prioritize their own interests, much like executives do for themselves. Unionization is a serious consideration for 2025 and 2026, and one that warrants thoughtful discussion and action. It may be the key to ensuring stability and fairness in an industry that has long placed undue burdens on its workforce.
Absolutely, it is time for us to prioritize our own interests, just as corporate radio executives have long done for themselves. For too long, those of us on the front lines—jocks, programmers, and other essential staff—have been overlooked and treated as expendable, despite being the very foundation of this industry. Without us, there would be no business to run. Yet our contributions are often undervalued, and our job security remains precarious.
The question now is: when do we say enough is enough? For many of us, unionization represents a clear and actionable path toward reclaiming our value and ensuring greater stability in our careers. But change doesn’t happen on its own—it requires leadership and collective action. Who will step up to lead this movement? Could it be you?
The reality is that meaningful change in this industry will only come when we demand it. Unionizing is not just a possibility; it may be a necessary step toward securing the respect, protection, and job security we deserve.
The urgency for unionization has never been more pressing. Unfortunately, for us jocks and programmers, the fear of retaliatory actions from corporate executives has deterred us from stepping forward to lead this crucial effort. As a result, we remain trapped in an unending cycle of layoffs and workplace challenges, while corporate executives continue to reap multimillion-dollar bonuses. This imbalance will persist unless someone steps up to champion the cause of unionization—or, as I prefer to call it, CHANGE. We, the jocks and programmers, are integral to this industry, and it is long past time for corporate radio executives to recognize and respect our value.
Conclusion
The path forward for our industry is one of hope, resilience, and collective empowerment. While the challenges we face—ranging from corporate mismanagement to the undervaluation of on-air talent and every person working behind the scenes —are significant, they are not insurmountable. By saying “no more” to the status quo and embracing a future defined by unity, transparency, and respect, we can reshape the landscape of radio for the better.
The conversation around unionization is not just about protecting jobs; it’s about reclaiming the dignity and value of the individuals who breathe life into this industry. It is about fostering an environment where creativity, authenticity, and connection are celebrated, not sidelined. It’s about ensuring that the voices of jocks, programmers, and all those who contribute to the magic of radio are heard and honored.
As we look to 2025 and beyond, we should be channeling our passion for this medium into actionable change. Let us be bold in our pursuit of fairness, stability, and innovation. Let us inspire one another to lead with courage and conviction, knowing that our collective efforts can transform not only our careers but the future of radio itself.
The time for waiting is over. The time for action is now. Together, we can build an industry that thrives on collaboration, respects its talent, and embraces the boundless possibilities of the future. Let’s step forward with hope, determination, and an unwavering belief in the power of our voices—both on and off the air. The best is yet to come.
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